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Presented to the Interdisciplinary Studies Program:

Applied Information Management

and the Graduate School of the

University of Oregon

in partial fulfillment of the

requirement for the degree of

Master of Science

CAPSTONE REPORT

University of Oregon

Applied Information

Management

Program

Academic Extension

1277 University of Oregon

Eugene, OR 97403-1277

(800) 824-2714

Implementing a Paperless System for Small and Medium-Sized Businesses (SMBs)

Chad Chao IT Manager Townsend Farms Inc.

December 2015

Approved by

________________________________________________________

Dr. Kara McFall

Lecturer, AIM Program

Running head: SMBS PAPERLESS IMPLEMENTATION 1

Implementing a Paperless System for Small and Medium-Sized Businesses (SMBs)

Chad Chao

Townsend Farms Inc.

SMBS PAPERLESS IMPLEMENTATION 2


Abstract

Paperless system offers organizations many benefits including increased employee

efficiency, productivity, and information security. However, there are numerous organizations,

particularly small and medium-sized businesses (SMBs), which are still operating under a paper-

centric environment. For these SMBs, paperless system could mean streamlining daily workflow

while reducing overall costs. This annotated bibliography is comprised of literature published

from 2007–2015 to help executives, managers, and users identify the benefits of and best

practices in implementing a paperless system.

Keywords: paperless, paper-based, document management system (DMS),

electronic document, small and medium-sized businesses (SMBs)



Table of Contents

Abstract ........................................................................................................................................... 3

Introduction ..................................................................................................................................... 7

Problem ....................................................................................................................................... 7

Purpose ........................................................................................................................................ 9

Research Question ..................................................................................................................... 10

Audience.................................................................................................................................... 10

Search Report ............................................................................................................................ 11

Documentation Method ............................................................................................................. 13

Reference Evaluation ................................................................................................................ 14

Annotated Bibliography ................................................................................................................ 16

Category A – Problems Associated with Paper-Based Environments and Benefits Associated

with Paperless Environments .................................................................................................... 16

Category B - Solutions for Transitioning to a Paperless System .............................................. 21

Category C - Obstacles During the Paperless Implementation ................................................. 33

Conclusion .................................................................................................................................... 42

Problems Associated with Paper-Based Environments and Benefits Associated with Paperless

Environments ............................................................................................................................ 42

Solutions for Transitioning to a Paperless System .................................................................... 44

Obstacles During a Paperless Implementation .......................................................................... 46


Summary ................................................................................................................................... 47

References ..................................................................................................................................... 49


Introduction

Problem

Paper-based processes involve the handling of physical document(s), photocopying,

archiving, and retrieving physical document(s) from a file cabinet (Kissell, 2013, p. 76). Paper-

based processes are inefficient, cost valuable office space, and pose security risks (Selvi, Khan,

Rani, Prasad, Paul, & Biswal, 2011, p. 39). Kissell (2013) notes that filing systems require a

large amount of physical space and spawn inefficiencies in searching for previously filed papers.

The average cost of rent for physical filing space is about “6 percent of revenue for small and

medium firms, and 5 percent at large firms” (Welsh, 2007, p.11).

Organizations that use paper-based processes also face security risks due to paper

documents that have (a) been lost, (b) been damaged, (c) been misfiled, or (d) fallen into the

wrong hands (Mills-Senn, 2014, p.28). Brusco (2011) finds that “more and more companies and

organizations are making the shift toward electronic filing, saving space and increasing security.

Large computer servers have the ability to store mass quantities of information in a secure state

and location” (p. 17). Digital documents stored on these servers can be easily retrieved within

minutes, which increases employee productivity due to the elimination of the chore of searching

for misfiled physical documents (Paperless Office, 2009, p. 16).

Collaboration efforts using paper documents prove challenging at times. Employees

cannot easily distribute or share paper documents compared to their digital counterparts (Welsh,

2007, p. 11). Organizations that have replaced paper-based processes with paperless processes

performed on a computer or other device enjoy greater flexibility with digital documents.

“Digital documents are easier to search, share, and backup than paper documents, and they take

up essentially no space” (Kissell, 2013, p. 77). Stratton (2013) notes “electronic files allow better


access and information sharing, cost less in terms of physical space and personnel, and can

increase productivity—all of which add to the bottom line” (p. 44).

The term paperless office evokes images of an office without paper documents; however

in reality, a paperless environment closely resembles an office utilizing integrated information

systems with multiple software tools to reduce paper consumption and improve efficiency in

retrieving electronic documents (Dykman & Davis, 2012, p. 115). Paperless environments

increase office productivity and collaboration due to the ease of sharing and retrieving digital

documents (Welsh, 2007, p. 11). Additionally, mobile devices used in conjunction with digital

documents allow users to conduct paperless meetings. Meetings conducted with mobile devices

allow meeting attendees to view agendas and handouts without the need to print or copy paper

documents (Brusco, 2011, p. 15).

The paperless trend has also extended to services offered by companies to their

customers. For example, major institutions are offering their clients the convenience of mobile

applications and the option to receive electronic invoices. Kissell (2013) states, “it’s increasingly

rare to find banks, utilities, and other services that do not offer paperless billing and payment” (p.

76). Some institutions such as banks have gone further by offering their mobile application to

their clients. The institutions that offer a variety of options such as a mobile application,

electronic billing, and electronic payment benefit by not having to send out paper invoices, while

their customers enjoy the convenience of performing tasks such as transferring funds, paying

bills, and checking account balances from anywhere regardless of time and place (Ebben, 2013,

p. 12). Furthermore, electronic payments have mitigated security risks that were associated with

traditional methods of payments such as cash and checks. The problems with paper payments

were that cash could be counterfeited and signatures could be forged on checks (Aigbe &


Akpajaro, 2014, p. 10). Therefore, organizations that utilize electronic payments eliminate these

issues.

While technology supports the move to paperless business practices, not all organizations

can afford the IT infrastructure necessary to make the transition. A small and medium-sized

business (SMB) often lacks the resources and IT infrastructure to quickly increase server

performance and/or expand storage capacity (Wang, 2013, p. 1241), both of which are required

for the in-house computing infrastructure needed for effective digital storage and retrieval of

documents (Arinze & Anadarajan, 2010, p. 59). Therefore, an SMB must find other means to

stay competitive. Cloud computing is one of the mediums that an SMB can take to instantly

increase its IT infrastructure. Wang (2013) defines cloud computing as “Internet-based

computing, whereby shared resources, software and information are provided to computers and

other devices” (p. 1241). Additionally, cloud computing, specifically cloud storage, allows end-

users to store and retrieve files from any place and time on any device that has Internet access

(Li, Jin, Xu, Wilson, Liu, Cheng, Liu, Dai, & Zhang, 2014, p. 115). For SMBs that are interested

in moving to electronic storage and retrieval of documents, cloud computing offers a cost

effective means of making the change (Arinze et al., 2010, p. 61).

Purpose

The purpose of this annotated bibliography is to identify literature that explores the topic

of the paperless environment by focusing on best practices in implementing a paperless system

as described by Stratton (2013). A key goal of this study is to inform decision makers such as

organizational executives, managers and IT leaders on best practices in transitioning to paperless

environments and the benefits of going paperless.


Literature is presented that identifies issues and risks associated with paper-based

environments. Literature that describes the benefits that result from the implementation of

paperless systems are also included. The review provides sources that highlight best practices in

making the transition to a paperless environment, including alternatives for tools and

technologies. Various sources highlight common challenges in making the move to paperless,

including challenges focused on changing the organizational culture as well as technical

difficulties. Case studies are highlighted from both successful and unsuccessful efforts to

transition from paper-based to paperless environments.

Research Question

Main question. What are the best practices in implementing a paperless system for small

and medium-sized businesses (SMBs)?

Sub-questions. What are the problems that are pushing the need for organizations to go

paperless? What are viable solutions for transitioning to a paperless system? What obstacles may

arise during the paperless implementation?

Audience

Organizational executives, managers and IT leaders who are responsible for approving

and implementing paperless projects will benefit from the in-depth understanding of the impact a

paperless environment can have for an organization. The organizational leaders who are

championing the move to paperless and providing support for paperless projects need to

understand the benefits of the move to paperless, the implications for staffing and new

responsibilities after the paperless initiatives are completed, and the resources required to make

the transition. In addition, these leaders need to understand and be prepared for challenges


inherent in the move to paperless, both in terms of organizational resistance and process and

technology challenges.

Other stakeholders are the employees who handle the documents on a daily basis. For

example, personnel in the accounting department can be expected to appreciate the efficiency

offered by a paperless system. A paperless office also eliminates the amount of time a credit

specialist spends on activities such as searching for invoices, statements, and proof of delivery

(Frear, 2014, p. 88). This information is important to the employees who will transition from

handling paper documents to electronic documents in order to help ease the transition to a

paperless environment.

Search Report

Search strategy. The search strategy involves the use of Google to help narrow the list of

keywords. This is accomplished by entering the phrases paper office, paper management, and

paperless office into the Google search engine. Similar words or phrases show up in the results,

which are identified as the keywords for this study. The keywords are used to perform searches

with the University of Oregon Libraries’ databases. The majority of searches are performed

within the University of Oregon Libraries’ site. The assumption is that using the University of

Oregon Libraries’ databases provides a better chance of retrieving articles/journals that are peer-

reviewed and current.

There is very limited peer-reviewed content regarding the topic Paperless Environment.

This could be due to the use of a narrow date range and a lack of current articles written on this

subject matter. The date is filtered only to show items for the years 2007 to 2015. In addition to

the date filter, the results are also filtered only to show peer-reviewed journals and full-text

literature. Unfortunately, using these parameters results in a substantially short list of items.


Furthermore, most of the articles that appear in the results are focused specifically towards the

medical industry.

The lack of current articles for Paper-Based Systems rivals the limited number of articles

for Paperless. The relevant articles were published in the year 2000. The articles that are deemed

relevant are either (a) too old, (b) focused on the medical industry, or (c) did not include any

references. Overall, the search activities that focused on the background/problems of the

annotated bibliography have been challenging.

Key terms. The research focus is on various keywords in order to retrieve specific and

relevant articles. The keywords used are as follows:

Paperless Environment

Paperless AND Office

Going Paperless

Digital Documents

Paper-Based Processes

Paper-Based System

Enterprise Content Management

Digitization

Document Management

Electronic Document Management

Electronic Payment

E-payment

Cloud Computing AND Storage

Cloud Storage


Cloud Environment

Resistance AND Organizational Change

Search engines and databases. The search for literature mainly involves the use of the

University of Oregon Libraries’ databases. Google Scholar is also used to search for literature.

However, most of the results from Google Scholar are either not applicable for this study or are

duplicate articles from the University of Oregon Libraries’ site. Additionally, the Google search

engine is used, but only as a tool to generate keywords. The University of Oregon Libraries’

databases include the following:

Academic Search Premier

Academic OneFile

ACM Digital Library

Academic Search Premier

Business Source Complete

Computer Source

JSTOR

Small Business Resource Center

Science Direct

ProQuest

Factiva

Google Scholar

Documentation Method

Documentation approach. References are documented and tracked using two methods.

The first method uses Zotero to save articles into a specified folder. Zotero provides the ability to


search and sort the saved articles by title, creator, and date. Zotero also provides the ability to

create references in an APA format. However, Zotero does not always accurately populate the

references in APA format. In addition, Zotero does not properly function unless it is connected to

the University of Oregon Libraries’ databases via a VPN connection.

The second method uses Microsoft Word and Excel. Keyword searches are recorded into

an Excel spreadsheet according to the database and search terms used. Each of the articles found

is documented into a Microsoft Word document. Each notation includes the citation information,

the abstract, the search term and the database used in locating the source. This information

provides the ability to retrieve the document should the electronic file get deleted. In addition,

each reference is categorized based on the relevancy to the three categories: (a) problem

associated with paper-based environments, (b) solutions for transitioning to a paperless system,

and (c) obstacles during the paperless implementation. The Word and Excel files are saved

locally and on a USB drive.

Reference Evaluation

Reference evaluation criteria. References are evaluated using the list of criteria

retrieved from the Center for Public Issues in Education website Evaluation Information Sources

(Center For Public, 2014). The criteria listed in the document are defined as authority, timeliness,

quality, relevancy and bias (Center For Public, 2014). A reference is determined as authoritative

if it is peer-reviewed and if the author has professional credentials. Due to the dynamic nature of

technology associated with paperless environments, an article is determined to be current if it

was published within the last ten years. Therefore, the author excluded publication dates older

than 2005. The quality of each reference is reviewed and checked for proper grammar, spelling,

and punctuation, as well as the flow of the information provided to ensure it is clear and well


structured. Relevancy is determined by whether the source is appropriate to the research topic,

which is the identification of best practice in implementing a paperless system for small and

medium-sized businesses. Additionally, scholarly sources have priority over popular sources.

The source is analyzed for bias by looking for cited sources that supports the author’s argument

and conclusion. In addition, the literature is checked for an inclusion of multiple perspectives.

Furthermore, literature is rejected if the author or article is in the position of selling products or

services.


Annotated Bibliography

The following annotated bibliography presents 15 references that explore the paperless

environment and identify the best practices in implementing a paperless system for small and

medium-sized businesses. These references are selected to inform organizational executives,

managers and IT leaders who are responsible for approving and implementing paperless projects.

In addition, these references are also used to educate end-users who handle paper documents on a

regular basis. References are presented in three categories: (a) problems associated with

paper-based environments and benefits associated with paperless environments, (b) solutions for

transition to a paperless system, and (c) obstacles during the paperless implementation.

Each annotation consists of three sections: (a) the full bibliographic citation in APA

format, (b) a published abstract, and (c) a summary. The summaries provide an overview of the

problems associated with paper-based processes as well as identifying best practices and

obstacles in converting to a paperless system.

Category A – Problems Associated with Paper-Based Environments and Benefits

Associated with Paperless Environments

Brusco, J. (2011). Trending toward paperless. AORN Journal, 94(1), 13-18.

http://dx.doi.org/10.1016/j.aorn.2011.04.020

Abstract. As the nation becomes more environmentally and economically conscious,

many businesses and organizations, including health care facilities, are investigating

paperless processes. “The terms ‘paperless,' electronic,' and ‘digital’ are often used

interchangeably to describe work which previously was done with paper, but which now

has been adapted to information and communication technology devices and software.”1

Although the adoption of electronic or paperless processes can be slow, it can already be



seen in a variety of settings such as business meetings, voting or polling places, and

health care facilities. Abstract retrieved from EBSCOhost.

Summary. The author examines the trend of organizations replacing paper-based

processes with “electronic or paperless processes” (Brusco, 2011, p. 13). Brusco used one

of AORN’s annual meetings that the organizers shifted to a paperless process as an

example. All processes associated with the meeting were done electronically, ranging

from online registration to the production and dissemination of educational handouts.

Key findings from this example are that attendees were able to successfully search online

using key words, topic or company name to look for education sessions, products, and

events. Attendees that have mobile devices can scan QR codes to retrieve event

documents, thus eliminating the need to carry paper documents.

The article also noted that in an effort to improve health care and reduce costs, hospitals

are encouraging doctors and nurses to move away from paper-based patient records and

forms to electronic patient records. One major drawback of paper-based patient records

was that they were only accessible to clinicians if the records were in the same building,

whereas digital patient records can be accessed from any hospital or clinic with proper

authority.

Finally, the author mentions that users can take advantage of mobile devices to access

documents from anywhere at any time. The article used an example of meeting

documents to show how effective mobile devices are in transitioning to a paperless

environment. The author asserts that meeting attendees can access agendas and handouts

from mobile devices instead of making copies and distributing the paper copies to

attendees. The author concluded the article by providing tips for going paperless.


This article is useful for this specific research study because it reveals examples of the

benefits of a paperless environment through case studies. Executives in paper-based

organizations can learn from the article how paperless systems can help them to address

efficiency and paper consumption concerns associated with paper-based approaches.

Greenwood, P. (2012, March). Securing information in a paper-efficient environment. Computer

Fraud & Security, 2012(3), 18-20. http://dx.doi.org/10.1016/S1361-3723(12)70055-6

Abstract. A secure, IT-based paperless office has been ‘just around the corner’ for the

past four decades. For many businesses, however, the prospect of replacing paper

documents with digital files can be a daunting one. Paper is part of our cultural DNA:

since our ancestors started trading, we have relied on physical records. Many business

processes and information management systems have been designed around paper, and

even the most technologically minded may well print out the occasional email or word

document to read on the train home. Removing paper is therefore a huge operational and

emotional challenge for many organisations – and may explain why the supposed utopia

of the paper-free office has yet to materialise.

Summary. This article examines the cost of a paper-centric system and presents the

benefits of digitization as the solution to help reduce the reliance on paper. Greenwood

starts out by stating that paper can be easily lost and hard to track and can leave a

business vulnerable to loss of valuable or sensitive data (Greenwood, 2012, p. 18). The

author also asserts that employees in paper-based organizations cannot easily access the

knowledge that is written on paper. The article recommends digitizing paper documents

by scanning and converting them into electronic documents. The author warns

organizations not to rush in and try to scan every paper document because the effort

http://dx.doi.org/10.1016/S1361-3723(12)70055-6


requires many resources such as time and money. However, Greenwood (2012) notes that

“digitization should aim to extract, index and validate relevant customer information,

employee knowledge, business intelligence and innovation locked up in the paper

documents” (p. 19).

The article also covers the security benefits of digital documents compared to paper

documents. For example, the author states that digital documents can be protected by

controlling access and distribution. Furthermore, digital documents can also track access

of and modifications made to the digital documents. In contrast, paper-based systems do

not have these type of security measures.

This article is useful for this specific research study because it identifies specific issues

and costs that are associated with a paper-based environment. It also reveals numerous

benefits a paperless system can bring to an organization. This information is beneficial to

executives and managers who are planning to convert to a paperless system.

Kissell, J. (2013, October). Embracing the nearly paperless future. Macworld, 30(10), 76-77.

http://connection.ebscohost.com/c/articles/90183419/embracing-nearly-paperless-future

Abstract. The author reflects on the use of papers despite the progress of the business

world towards paperless office work through the use of computers. He discusses the

decline in the use of office paper between 2000 and 2011, the barriers to a paperless

office, goals in maintaining a paperless office, and the convenience found in a paperless

office. Abstract retrieved from EBSCOhost.

Summary. This article identifies the drawbacks of paper-based processes and offers

suggestions on how to progress towards a paperless future. Before computers were

common, offices relied on paper-based processes for distributing and filing paper



documents. Today, paper-based processes are still utilized by some organizations. The

author points out that an issue with receiving printed documents is that it takes time and

effort to extract information from the documents, as well as to find a place to file them.

Another paper-based problem the article identifies is the storage of paper documents.

Filing cabinets take up a lot of space and finding old filed documents is very time

consuming.

The article suggests using a method named scan-OCR-shred to help users start the path to

a paperless environment. The scan-OCR-shred routine begins with scanning the

document. The scanning of the document is followed by the use of software to capture

the words that are on the document; this process is called optical character recognition

(OCR). The last step involves shredding the paper document after the digital file is

created. In addition, the author also recommends changing personal habits. An example

Kissell (2013) provides of a personal habit is that most people keep business cards that

are given to them. The author suggests using an iPhone to take a photo of the business

card and then returning the business card to the owner. Minor personal changes such as

this can lead to a paperless system. Kissell (2013) states “going paperless doesn’t have to

be all or nothing to be effective” (p. 76).

This article is useful for this specific research study because it illustrates specific

examples of the inefficiencies of a paper-based system. Managers can use this

information to help them convince their organizations to go paperless. The article is also

useful because it provides insight for managers and users into alternatives for the

all-or-nothing approach to going paperless. Once an organization understands this notion,

they can successfully implement and maintain a paperless system.


Category B - Solutions for Transitioning to a Paperless System

Haug, A. (2012). The implementation of enterprise content management systems in SMEs.

Journal of Enterprise Information Management, 25(4), 349-372.

http://dx.doi.org/10.1108/17410391211245838

Abstract. Purpose – A literature review revealed that none of the few longitudinal studies

of enterprise content management (ECM) implementations focus on small and medium-

sized enterprises (SMEs). To contribute to this area, the purpose of this paper is to

generate insights in relation to how SMEs can successfully promote implementation of

ECM solutions. Design/methodology/approach – The paper presents and analyses a

longitudinal study of an ECM project. Findings – The findings of the paper include a

definition of a process model for ECM implementation in SMEs, identification of ten

success factors related to ECM system implementation, and a definition of a new pattern

for ECM technology development, compared to existing case studies. Research

limitations/implications – Since it appears to be the first detailed study of ECM system

implementation in SMEs, this paper provides a point of departure for future research in

the use of ECM technology in SMEs. Practical implications – Practitioners in SMEs

preparing to engage in ECM projects may utilize the findings of the paper in relation to

managing the implementation process and understanding various benefits that ECM

systems can produce. Originality/value – The paper represents a contribution to the

sparse literature on ECM implementation. In fact, the case seems to be the first

longitudinal study of ECM implementation in SMEs.

Summary. This article offers insight and information on the implementation of a

technology called enterprise content management (ECM) that small and medium-sized

http://dx.doi.org/10.1108/17410391211245838


enterprises (SMEs) can utilize to help manage a paperless environment. Haug (2012)

defines ECM as a system that represents “a technology that addresses information

management tasks, including the need for integration of unstructured information with

structured information” (p. 349). The article was a review of literature on ECM

implementations and also a study on a SME during its ECM implementation. In the

literature review, ECM implementation success factors were identified and grouped into

seven topics. The topics are as follows: (a) selling the ECM project to executives, (b)

overcoming political obstacles, (c) selecting a vendor, (d) implementation and

installation, (e) administration, (f) training, and (g) getting those involved to use the

system.

The article notes that most SMEs have limited in-house IT resources and do not possess

the abilities to create custom ECM solutions. Therefore, they rely more on external

partners such as third-party ECM vendors for ECM solutions. The case study provided

examples of the benefits an ECM system provided for a former paper-based organization.

Haug (2012) states “compared to previous processes when all project material was placed

in ring binders, the use of an ECM system to manage documents digitally produces some

major benefits” (p. 362). The author mentions that another benefit the ECM system

provides is that everyone in the organization has access to the information and searching

for relevant information does not require as much effort as searching for information in

the paper-based system.

The author presented three aspects to a successful ECM implementation. First, introduce

projects that are focused on problems that frequently arise with the current system.

Second, have a clear vision and identify requirements for an ECM before employing a


vendor search. Third, invite future users to be part of the discussion, especially on the

changes that will affect their departments.

This article is useful for this specific research study because it identifies a solution that

organizations can utilize to manage the new paperless system and processes. It also

supplies information to SMEs on how to approach the selection process of an ECM. This

knowledge is valuable to managers who are looking to transition to a paperless system.

Jones, S. (2012). eGovernment document management system: A case analysis of risk and

reward. International Journal of Information Management, 32(4), 396-400.

http://dx.doi.org/10.1016/j.ijinfomgt.2012.04.002

Abstract. United Kingdom Local Authorities (UKLA) have the responsibility for

delivering a wide range of services to the general public which include a number of

significant problems in many delivery areas. The information technology (IT) field is

arguably one of the most challenging. Consequently, a senior executive issue within

UKLA is transforming organisations through the deployment of IT. This is due to the call

from the UK National Government for the public sector to be more innovative. This

paper investigates via a case analysis, the rationale for the implementation of an

organizational-wide, corporate electronic document management system (EDMS). There

is a paucity in the literature, which this research aims to help address. This paper analyses

how the EDMS was deployed and how the case organisation was transformed and the

findings are mapped against the normative literature. The paper also identifies a set of

lessons, enabling and risk factors together with a good practice framework for future

EDMS deployment. This is based upon the literature and case research to help improve

deployment outcomes, information management and organisational transformation.



These lessons include a feasibility study, senior executive commitment, aligned business

strategy, project management, improvements to user ownership, training, system

utilization, information management processes, printing strategy and post implementation

review. The contribution of the research will be of benefit to both academics and

practitioners engaged in EDMS research and implementation.

Summary. The article presents a solution that will help organizations streamline

workflow by implementing electronic document management systems (EDMSs). The

author states that a near-paperless office offers numerous savings and flexibility to an

organization and its employees, however this cannot be achieved without the

implementation of an EDMS (Jones, 2012, p. 397). The article lists seven primary

benefits of EDMSs. The benefits are (a) customer service representatives have access to

the information needed to provide a complete service; (b) staff can access information

needed to perform their duties from anywhere; (c) the creation of electronic documents

means that paper originals can be destroyed, reducing filing space; (e) reduction in

printing and printers due to electronic documents; (f) reduction in staff due to improved

efficiency; (g) the provision of an audit trail of electronic information updates; and (h) the

improvement of information management.

The author performed a case study analysis on the United Kingdom local authority’s

organization-wide EDMS implementation. The results indicate that the EDMS provided

the seven benefits mentioned previously. However, there were also some shortcomings

due to implementing EDMS and how the system was implemented. Some of the

shortcoming of the EDMS included additional IT support for users, increased network

traffic, and additional disk storage space. These factors stretched the capacity of the


limited resources of the staff and equipment. In addition, users felt that they were not

adequately consulted or informed on the EDMS implementation. The article states that

the “users had cited anecdotal examples of systems and procedures being virtually paper-

based one day and EDMS-based the next” (Jones, 2012, p. 398). The author asserts that

the shortcomings can be rectified by improving (a) user ownership, (b) training, and (c)

system utilization.

This article is useful for this specific research study because it provides information on

the use of EDMSs as solutions to help organizations with their paperless transitions. This

article provides managers with insight on what to expect in implementing an EDMS,

including potential challenges the organization will face. This information also helps

managers or project implementers develop strategies that can mitigate the shortcoming of

an EDMS in advance. Users will also find this information to be useful because the

article gives a snapshot of the capabilities of the new system.

Lutteroth, C. & Weber, G. (2011). Going paperless - on the evaluation of electronic form

technologies.” In 2012 23rd International Workshop on Database and Expert Systems

Applications. IEEE Computer Society, 14–18.

http://doi.ieeecomputersociety.org/10.1109/DEXA.2011.38

Abstract. Most organizations rely on the use of forms for their daily business. These

forms are more and more replaced by electronic equivalents. This change is usually a

significant investment, therefore it is important to understand the requirements and

features of available systems. In this paper, we explain some of the common important

requirements, and discuss how form technologies can be evaluated by an organization. To

illustrate the approach, we describe an exemplary evaluation, based on a project



undertaken at the University of Auckland with the aim of making all forms electronic.

Our results show that current technologies differ greatly in the requirements that are

addressed, and that no single form technology satisfies all the common requirements.

Summary. The authors in this article explore a solution for going paperless by evaluating

electronic forms. Lutteroth and Weber (2011) identify issues regarding paper forms, such

as the need to repeatedly fill in the same information, the fact that some forms were

turned in incomplete, and the difficulty in managing various versions of the forms. The

authors state “by contrast, electronic forms have many advantages, such as the possibility

to transfer, store, complete, search and manage them more efficiently” (Lutteroth &

Weber, 2011, p. 14). As a result of the inherent benefits, many organizations are trying to

transition from paper-based forms to electronic forms.

The article reviews the requirements that must be fulfilled in order to convert to

electronic forms. The authors identified the following requirements that must be met for

electronic forms to be successful: (a) authentication and authorization, (b) pre-population

of forms based on identity, (c) basic validation, (d) usability and accessibility, (e) digital

signature and auditability, (f) ease of creation, and (g) mobile versions. The authors

experimented with several form technologies. Their conclusion is that there is not a one-

size-fits-all form technology. Organizations will need to assess their requirements and

then decide which technologies fit their processes.

This article is useful for this specific research study because it identifies the use of

electronic forms as a solution that helps an organization to reduce paper consumption and

transition to a paperless system. This information is useful to managers during the


selection process because the article includes a lists of elements that are essential in

electronic form software.

Mills-Senn, P. (2014). How safe are your digital documents? University Business, 17(5), 27-30.

http://www.universitybusiness.com/article/how-safe-are-your-digital-documents

Abstract. The article offers the author's insights on aspects of electronic document

management system at Central New Mexico Community College (CNMCC). Topics

discussed include several advantages of electronic documents or records management and

imaging solutions and the requirements to manage and ensure the safety of digitized

documents on the campus including the accurate image capture, determine a person who

has the rights to access the documents, and setting a time for the storage of the

documents. Abstract retrieved from EBSCOhost.

Summary. The author discusses how electronic records management (ERM) solutions

help organizations to achieve a paperless environment and overcome their paper storage

problems caused by paper-based systems. The article also provides policies and

procedures that enable organizations to successfully implement and utilize an ERM

system. The author states that electronic documents/records management and imaging

solutions allow organizations to significantly reduce paper flow, freeing up filing and

storage space (Mills-Senn, 2014, p. 27). The article points out that a proposal for a

records management system should include guidelines for the following processes: (a)

organizations’ handling of document imaging, (b) document preparation and organization

prior to scanning, and (c) file retention and security. These guidelines help organizations

to successfully implement the new system.



The author identifies three processes that help mitigate the risk of the human element to

ensure that the digitized documents are safe, secure and in compliance with regulations.

The processes are as follows: (a) verification of scanned documents built into the process,

(b) managing user rights and access to the documents, and (c) setting policies to help

ensure that the minimum file retention period is in compliance with state regulations.

This article is useful for this specific research study because it offers ERM as a solution

to managers who are converting to a paperless system. The information is important to

organization leaders because it provides policies and procedures that can be used as

reference in planning an ERM implementation. In particular, the article provides

guidelines for ensuring that digitized documents address the organization’s security needs

and adhere to regulations.

Selvi, S., Khan, S., Rani, U., Prasad, B. N., Paul, A. K., & Biswal, A. K. (2011). Document

management system-go green 'a paperless office' for steel plants. Steel Times

International, 35(8), 39-41.

http://trove.nla.gov.au/work/161246654?versionId=175779343

Abstract. A good document management system designed to turn personnel records into

a paperless system requires users to be able to quickly scan and digitize all paper

documents thus saving on paper costs, storage requirements, eliminates misplaced

documents, reduces bottlenecks and speeds up the retrieval processes and improves

security of access to sensitive information.

Summary. The authors in this article discuss the benefits of a document management

system (DMS) solution and how DMS enables paper-based organizations to successfully

convert to a paperless system. The article notes that an “efficient document management



system ensures the systematic filing, storing, securing and retrieval of important data”

(Selvi et al., 2011, p. 39).

The article also identified problems linked to paper-based systems. The problems are

identified as misplaced documents, requirements for a considerable amount of storage

space, and paper documents that are lost that cannot be replaced. The authors describe the

technical tasks that must be completed for a successful paperless transition: (a) database

design, (b) application design, and (c) software development for storage and retrieval of

electronic documents. The successful implementation of a DMS enables organizations to

manage the new changes, which include workflow, security, and access to the new

system, therefore increasing the chances of a successful paperless implementation.

This article is useful for this specific research study because it identifies DMS as a

solution to help organizations to successfully transition to a paperless office. The article

provides a description of the technical tasks that accompany a transition to a DMS, as

well as the processes that must be implemented and support that must be provided for the

new system. Security requirements that accompany a DMS are highlighted and solutions

are offered to ensure the secure storage and retrieval of data housed in the DMS.

Shifter, A., & Gerber, D. (2007, March). Getting real about the paperless office: Improving

service and efficiency by reducing paper use. Benefits & Compensation Digest, 44(3),

38-43.

http://connection.ebscohost.com/c/editorials/24489193/getting-real-about-paperless-

office-improving-service-efficiency-by-reducing-paper-use

Abstract. The article explores the idea of eliminating paper use in business. The authors

cite some major advances toward the reduction of paper use in business. They explain

http://connection.ebscohost.com/c/editorials/24489193/getting-real-about-paperless-office-improving-service-efficiency-by-reducing-paper-use



why business enterprises are still so reliant on paper. They discuss three methods

business enterprises can use to reduce paper use. They believe paper is going to be

around for a long time. Abstract retrieved from EBSCOhost.

Summary. The article points out that many organizations are still using paper-based

processes and the reason is due to the “all-or-nothing attitude that has pervaded the move

to eliminate it…Business has been hung up on eliminating paper, rather than cutting

down on its use” (Shifter & Gerber, 2007, p. 39). The authors state that there are

numerous solutions organizations can use to aid in the reduction of paper usage.

However, this article only focuses on two solutions that can help organizations to reduce

their dependencies on paper. The first solution is document imaging; this technology is

used to convert existing paper documents into digital format. The article notes that

document imaging reduces paper storage costs and decreases the amount of information

retrieval time compared to a paper-based filing system.

The other solution is web portals. Web portals can help reduce or eliminate paper-based

processes such as paper forms that are filled out daily by employees. The article indicates

that web portals can include various electronic forms that employees can use to replace

their paper-based forms. Once the information is submitted, it is shared throughout the

entire system, which means that with proper credentials, employees can access the

information immediately from any terminal. This also means that electronic reports can

be generated and viewed by mangers throughout the organization. Since all of the tasks

are performed online, web portals reduce or eliminate the use of paper documents.

This information is helpful to organizations that are considering converting to a paperless

system because it provides two solutions, document imaging and web portals, that will


help ease the transition to a paperless environment. This article also provides information

on the benefits of both alternatives and raises concerns that managers should review

before choosing the technology. For example, managers need to see if the technology

complies with industry regulations before making their selection.

Velte, T., Velte, A., & Elsenpeter, R. C. (2008). Going paperless. In B. Reed (Ed.), Green it:

Reduce your information system’s environmental impact while adding to the bottom line

(pp. 103-127). New York, NY: McGraw-Hill, Inc.

Abstract. Chapter 6 explores the concept of an organization going paperless. The chapter

covers the cost of paper in regards to the environment, storage, and labor. The chapter

also provides suggestions on what an organization can do to achieve a paperless

environment. Lastly, the authors offer solutions such as software (MS SharePoint and

EDI) and hardware (scanners and tablets) to help an organization to become a paperless

office.

Summary. In this chapter, the authors explore many solutions to help an organization

convert from a paper-based system to a paperless system. The chapter starts by

identifying the costs associated with paper. The chapter states that paper-based processes

“can account for 30 percent of an organization’s overhead” (Velte, Velte, & Elsenpeter,

2008, p. 104). Therefore, the solution is to reduce or eliminate paper from the

organization.

The authors admit that a paperless transition is not an easy task. Therefore, the authors

provide three reality checks an organization must embrace in order for a successful

paperless implementation to take place. First, the transition will not happen overnight; it

will take time for employees to get acclimated to the new processes. Second, paperless is


not an absolute state. A paperless system does not require eliminating all paper

documents, but instead calls for using less paper and reducing the reliance on paper-based

processes. The last reality check is the need to sell the idea to the entire company. Not

everyone will immediately accept the paperless concept unless it is explained to everyone

in a context that can be understood, with clear descriptions of the value paperless can

bring to all employees.

The authors provide several solutions to help an organization to successfully transition to

a paperless system. The authors furnish a list of several high capacity scanners from

various companies that an organization can purchase to digitize existing paper

documents. Tablets are another technology that can be used to view digital files. Tablets

allow users to view and share documents without having to print them.

The chapter recommends a filing system that is easy to navigate and a digital naming

convention that is descriptive. Therefore, a document management system is

recommended to help organizations manage all the digital information. Chapter 6 also

suggests paperless billing to help reduce the need to print documents. In addition, the

authors went a step further by exploring electronic data interchange (EDI). “EDI allows

the electronic exchange of business documents, such as purchase orders, invoices, ship

notices, and over 250 others in a standardized format” (Velte et al., 2008, p. 123). EDI

can significantly reduce an organization’s reliance on paper and all the processes

involved in a paper-based environment.

This article is useful for this particular research study because it presents issues that are

associated with paper-based systems that managers can use to encourage users to buy into

the notion of a paperless system. The authors provide managers with several solutions


that will help them achieve a paperless environment and set expectations about the

challenges inherent in moving from a paper-based to a paperless environment. The

authors include the benefits that accompany various approaches to replacing paper with

digital processes.

Category C - Obstacles During the Paperless Implementation

Burchell, J. (2011). Anticipating and managing resistance in organizational information

technology (IT) change initiatives. International Journal of The Academic Business

World, 5(1), 19-28.

http://connection.ebscohost.com/c/articles/82855789/anticipating-managing-resistance-

organizational-information-technology-it-change-initiatives

Abstract. Employee resistance can be a complex issue in organizational change. While

many change leaders recognize resistance when it happens, many do not know how to

anticipate or diagnose potential resistance accurately prior to the start of a change

initiative. One type of change common within organizations involves Information

Technology (IT) changes, which can manifest as either an IT specific project or as a

change initiative that must involve IT in order to be successful. Regardless, IT changes

can impact employees' work and work life in numerous and sometimes unanticipated

ways. The purpose of this paper is to discuss concepts around the role of IT in change,

provide an understanding of issues of employee resistance specific to IT change

initiatives, and present an application of these concepts in order to help change leaders

develop a plan to effectively diagnose and manage employee resistance.

Summary. This article explores the obstacles that may arise and hinder the success of a

paperless implementation. The author focuses specifically on the issue of employees’

http://connection.ebscohost.com/c/articles/82855789/anticipating-managing-resistance-organizational-information-technology-it-change-initiatives



resistance to IT changes. Burchell (2011) indicates that employees’ resistance to change

is not resistance to the actual technological change itself but rather the change in the

status quo such as their daily duties, which may require them to take on more

responsibilities or learn new skills (p. 20). Therefore, managers need to clearly

communicate to users the benefits of the new system in order to reduce employees’

resistance to the system.

The author lists several reasons that may cause employees to resist the new changes: (a)

employees’ fear of losing something of value to them, (b) employees’ lack of

understanding and trust, (c) employees’ low tolerance for change, and (d) employees

having different perceptions of the costs and benefits resulting from the change. The

author advocates for open communication and educating stakeholders to help them

understand the reasons behind the changes and the expected benefits. Inviting employees

to planning sessions that specifically affect their departments can reduce resistance as

well as help increase employee buy-in for the project.

This article is useful for this specific research study because it gives decision makers

insight into what to expect when making the move to paperless, potential resistance from

employees, and specific reasons why employees may resist the change to paperless. In

addition, organizational leaders can utilize the strategies offered by the author to reduce

employees’ resistance to adopting the new system and processes.

Davis, J. T., Hadley, J., & Davis, H. (2015). Paperless processes: Survey of CPA firms in a

smaller market regarding obstacles, challenges and benefits of implementation.

International Journal of The Academic Business World, 9(1), 49-59.

http://jwpress.com/IJABW/Issues/IJABW-Spring-2015.pdf



Abstract. Many professional CPA firms are taking advantage of technology and software

to implement paperless office processes in their client services and firm operations. With

current technology, a paperless office is not just for large firms, in large markets. The

survey was sent to partners of firms in a smaller business market and the firms were

generally smaller firms. The survey results regarding obstacles, challenges, and benefits

of "going paperless," found that partners of firms who had implemented paperless

processes, generally indicated a higher level of challenges than the partners of firms who

had not yet implemented paperless processes. This suggests that implementation of

paperless office practices was more difficult than anticipated before implementation.

However, the partners of smaller firms that had implemented paperless processes agreed

fairly strongly with the benefits of "going paperless." The results of the benefits questions

in the survey showed that the partners seem to believe that the benefits of paperless

processes generally are worth the obstacles and challenges.

Summary. This article analyzes the obstacles and challenges of implementing paperless

processes by conducting a survey on small CPA firms. The survey analyzes two groups

of small CPA firms. The first group includes organizations that have already gone

through the paperless implementation process. The second group includes organizations

that are planning to implement paperless systems. The authors created 14 survey

questions that touched on obstacles and challenges during a paperless implementation.

The respondents answered the questions with multiple choice options that ranged from

strongly agree to strongly disagree. The survey questions cover topics such as concerns

about technical challenges, the need to change work processes, security, and decreases in

productivity.


The results of the survey indicated that the majority of the firms were concerned with the

cost of implementation, personnel resistance, and personnel having difficulty changing

their work processes. In addition, the group that already went through the transition

indicated that “the implementation process was more difficult overall than anticipated

before implementation” (Davis, Hadley, & Davis, 2015, p.54). Reasons given for the

level of difficulty of the implementation process include difficulty in changing current

processes and unanticipated obstacles.

This article is useful for this specific research study because the results from the survey

can be used by organizational leaders as a guide in the planning process for a paperless

project. The article provides specific insight into employee resistance to the transition to

paperless and specific strategies for addressing their concerns. Furthermore, the results of

the surveys also imply that decision makers should be aware that most of the

implementation costs exceeded the initial budget. Therefore, decision makers should

include a contingency fund in case the project goes over the initial budget.

Dykman, C. A., & Davis, C. K. (2012). Addressing resistance to workflow automation. Journal

of Leadership, Accountability & Ethics, 9(3), 115-123.

http://connection.ebscohost.com/c/articles/85149079/addressing-resistance-workflow-

automation

Abstract. This paper discusses experiences of a prominent mid-size CPA firm in a large

southern U.S. city as the Principals of the firm worked to implement a widely adopted

accounting practice information system. The goal to achieve a “paperless office” to

realize the highly touted benefits of such an office. However, this implementation quickly

met obstacles. The results, over time, were acceptable, but were quite resistance to

http://connection.ebscohost.com/c/articles/85149079/addressing-resistance-workflow-automation



change and managing this implementation to a successful outcome. Recommendations to

increase chances of a successful automation effort are included.

Summary. The authors in this article examine a mid-size CPA firm during their

transition to a paperless office. The authors identified employee resistance to change as

the main obstacle that the organization had encountered during the transition. The authors

note that “the most difficult part of the implementation plan was overcoming the

resistance to change” (Dykman et al. 2012, p. 117). The authors found that due to the

implementation of the new system during the firm’s busy season, employees were not

adequately trained on the new system, which caused employees to develop their own

independent processes as they saw fit. This created compatibility issues in the system that

took the organization a year-and-a-half to fix.

The authors indicated that the organization used a couple of methods to resolve their year

one obstacles and issues. The first method was to mitigate the resistance to the new

system and new processes by providing continued training on the new system and

processes. The authors advocate for setting a mandate that all employees must use the

new system. The second method used to overcome the obstacles was to establish a best

practices plan that included standardized policies and procedures for using the new

system. The standardized practices prevented individuals from creating their own

processes.

This article is useful for this specific research study because it provides examples of

obstacles that an organization may encounter during a paperless transition. This

information also provides project implementers with valid reasons to pay special

attention to employees’ needs and to include strategies to mitigate employees’ resistance


to change and the new system. Furthermore, the authors emphasize that each department

should have a go-to-person. This person could be a subject matter expert or a staff

member that is fully trained on the new processes and system. This approach allows

questions and concerns to be filtered through one point of contact for each department,

which increases the efficiency of the system implementation.

Frear, H. (2014). Fear of filing? EDM can help with paper overload and building customer

relationships. Credit Control, 35(3/4), 87-89.

http://connection.ebscohost.com/c/articles/98709811/fear-filing-edm-can-help-paper-

overload-building-customer-relationships

Abstract. Why doesn't every business use Electronic Document Management (EDM)? It

is a question that has been asked many times before. If it is really that good and everyone

agrees that it makes information so much easier to track down, cuts down on the number

of filing cabinets and makes sharing information effortless, then why isn't it more

widespread? Surely it should be as commonplace as Microsoft Office in the offices of the

twenty-first century? In this article, the author discusses recent research that shows

businesses recognize the benefits, but 'resistance to change' by users and managers is still

an issue. Lack of technical skills, fear of making a mistake or even just nervousness

around new technology may all be holding back progress.

Summary. The author examines the obstacles that are preventing organizations from

transitioning to a paperless system. This article focuses specifically on the utilization of

electronic document management (EDM) systems to achieve a paperless environment.

The author notes that one of the main obstacles that organizations need to overcome is

users’ resistance to change, and in some cases the management team’s opposition to the

http://connection.ebscohost.com/c/articles/98709811/fear-filing-edm-can-help-paper-overload-building-customer-relationships



changes. Other barriers the author identifies are budgetary issues and IT challenges. The

author provides reasons why users resist adapting to an EDM system: (a) lack of

technical skills, (b) fear of making mistakes, and (c) nervousness around new technology.

In order to mitigate these barriers, the author proposes educating the users on the new

system and the new processes. In addition, the author suggests showing involved users

the benefits of the new system. This may also help users to sever from their old habits

associated with the old system.

The article lists numerous benefits that an EDM system can bring to organizations. For

example, the electronically stored document can never disappear; there will always be a

trace of these documents in the system. In addition, an electronic document management

system allows multiple users to view a document at the same time, and it will not allow

anyone without proper access to destroy or alter a document.

This article is useful for this specific research study because it presents one potential

obstacle that decision makers should understand and respond to in order to successfully

transition to a paperless system. Managers can use this article as a guide to help them

identify the motives behind employee resistance to the move to paperless. The concerns

that most employees have for EDM systems are due to the lack of knowledge and

understanding of the technology. Therefore, implementers should focus on educating

employees on the technology and provide ample training to users. Finally, the article also

provides information on the numerous benefits an EDM system can provide to an

organization.

Stratton, A. (2013). Pursuing the possibility of a paperless office. Information Management

Journal, 47(5), 44-46.


http://connection.ebscohost.com/c/articles/92616551/pursuing-possibility-paperless-

office

Abstract. The article focuses on the things which must be considered by organizations

which are pursuing a paperless or digital environment. It says that the most

underestimated elements in the implementation of change is the need to understand and

address the responses of employees. It adds that technology must be considered by

organizations as a tool and not a solution. Abstract retrieved from EBSCOhost.

Summary. This article presents the challenges companies are encountering during

paperless implementations. The author focuses on employees becoming the obstacle

when new processes or technology are introduced to the organization. The author notes

that in many organizations, employees are given access to new technology with minimal

training, instruction, and examples to follow. This leaves employees feeling lost and

frustrated. Therefore, employees respond negatively to the notion of a paperless office,

which produces resistance to the new system. If these issues are not addressed, they will

cause problems for the project implementation. Stratton (2013) states, “the need to

understand, acknowledge, and address these responses is one of the most underestimated

elements in implementing the change” (p. 44).

The author suggests several ways for organizations to respond to their employees’

resistance to paperless transitions. First, companies should include employees during the

planning phases, which also help employees to buy into the new system. Second,

managers should allow sufficient time for employees to adapt to the new process. Third,

managers should provide adequate education and training on the new processes and


procedures. This will give employees the confidence that they can be productive during

and after the transition to the new system.

This article is useful for this specific research study because it presents issues for which

executives and managers need to prepare in order to overcome obstacles stemming from

employees’ resistance to the new processes and procedures and the adoption of the new

system. The article is also useful for managers because it provides a phased approach to

converting from a paper-centric environment to a paperless process so that the benefits of

paperless processes can be realized in a more timely fashion.


Conclusion

Paperless systems provide numerous benefits to organizations over paper-based

processes; these advantages include (a) better file accessibility and information sharing, (b) the

use of less physical storage space, and (c) increased productivity due employees not having to

look for documents (Stratton, 2013, p. 44). This annotated bibliography features sources that

include insights, strategies, and solutions to assist executives, managers, and users to

successfully implement a paperless system. These technological solutions can be used

independently or combined with other technology, which can vary depending on the needs of the

organizations. The literature presented in this annotated bibliography is arranged into three

themes. These themes include (a) problems associated with paper-based environments and

benefits associated with paperless environments, (b) solutions for transitioning to a paperless

system, and (c) obstacles during the paperless implementation.

Problems Associated with Paper-Based Environments and Benefits Associated with

Paperless Environments

There are numerous problems associated with a paper-based environment. Paper

documents can be easily misplaced and tough to track, which can cause organizations to become

very vulnerable, should the firm lose valuable or sensitive information (Greenwood, 2012, p. 18).

In addition, storing printed documents requires a vast amount physical space, which translates to

a great deal of time wasted looking for previously filed documents (Kissell, 2013, p. 76). The

misused hours looking for old documents turn into an unnecessary cost for the company.

Furthermore, Velte et al. (2008) state that paper-centric tasks including creating, filing,

retrieving, distributing, and destroying documents can contribute up to 30% to an organization’s

overhead costs (p. 104).


Business leaders and managers that are able to identify and recognize issues connected to

a paper-centric system turn to the concept of a paperless environment to help their companies

become more efficient and effective. Some of the benefits that are offered by going paperless are

reductions in paper-related expenses such as physical storage space and increased employee

productivity through easy access to information (Dykman et al., 2012, p. 115). Additionally,

paperless environments allow companies to distribute information electronically via kiosks and

corresponding quick response (QR) codes (Brusco, 2011, p. 13). Organizations such as banks

and airports that provide these self-service kiosks to their customers not only reduce overhead

expenses by eliminating paper records and forms, they also increase customer satisfaction by

reducing wait time (Brusco, 2011, p. 15).

Another benefit of a paperless system is increased information security. Greenwood

(2012) mentions that “digitized information can be protected by controlling access or

distribution, and by ensuring that any activity or amendment is tracked to form a comprehensive

chain of custody” (p. 19). This type and level of security is not possible with printed documents.

Mills-Senn (2014) echoes similar conclusions: “digitized documents and records are far more

secure than paper that can be lost, damaged or misfiled—or fall into the wrong hands. Electronic

systems enable users to grant or restrict access” (p. 28).

In summary, the references included in this study support the conclusion that paper-based

systems are too inefficient, insecure, and costly for organizations to continue using them. There

are numerous benefits that a paperless system provides that a paper-based system cannot offer,

such as better security, easier file access, and more efficient and cost effective processes. These

are sound reasons for managers in paper-centric firms to consider converting to paperless

systems.


Solutions for Transitioning to a Paperless System

The term paperless is described as the process of reducing reliance on paper and the

inefficient processes that are associated with paper (Velte et al., 2008, p. 108). Once this

paperless concept is understood by the organization, they can move to the next step of choosing a

solution or solutions to help them achieve a paperless environment. There are a multitude of

solutions that organizations can utilize to help them convert to paperless systems. However, this

study is limited to document digitization, electronic forms, web portals, and electronic document

management systems as solutions to transitioning to paperless.

The most common paper reduction technology is document imaging (digitization); this

technology is used to convert existng paper documents to an electronic format (Shifter et al.,

2007, p. 39). Digital documents allow users to easily retrieve and share information with other

users. (Haug, 2012, p. 349). The capture of information through document scanning may appear

to be a simple procedure, but this activity can result in an enormous cost if managers do not

stipulate what documents should or should not be digitized (Greenwood, 2012, p. 19). Therefore,

department leaders need to proceed with caution by creating guidelines and procedures to which

users can refer during the document conversion period.

Organizations can utilize electronic forms as another solution to assist with their efforts

in transitioning to paperless systems. Electronic forms offer many advantages compared to paper

forms; these advantages include the ease of storing, retrieving, sharing, and managing the forms

(Lutteroth et al., 2011, p. 14). In addition, Lutteroth et al. (2011) indicate that electronic forms

can be created with features that can mitigate human errors such as pre-populated fields and

basic validation, which audits the fields to make sure that users are correctly inputting their

information into the appropriate fields (p.15).


Web portals are tools that companies can use to further eliminate paper-based processes

from their workflows. Shifter et al. (2007) state that web portals are cloud services that an

organization can use to collect data from employees and customers (p. 40). For example, an

insurance company can have their clients log into the company’s website to fill out electronic

enrollment forms (Shifter et al., 2007, p. 40). This method eliminates any physical paper

exchanges between the client and the company’s staff, which saves time and money by not

having to print enrollment packets and store them in a filing cabinet. Furthermore, “not only do

web portals eliminate the need to create and store paper files, they also make it much quicker and

easier to access particular information” (Shifter et al., 2007, p. 41).

One important technology that enables a paperless office to efficiently capture, store,

secure, and retrieve information is an electronic document management system (EDMS) (Selvi et

al., 2011, p. 39). Jones (2012) states that a near-paperless office environment cannot be

accomplished without the implementation of an EDMS (p. 397). An EDMS controls users’

access to information. Selvi et al. (2011) note that the security incorporated into an EDMS can be

set to the document level, which means that an alert can be sent to the administrator if a

document has been tampered with by an unauthorized user (p. 41). This level of monitoring

provides firms with strict controls of their data.

In summary, organizations can utilize various solutions to help them attain paperless

environments. The first step and the most commonly used method of reducing paper is the

digitization of current documents. Electronic forms and web portals can help companies maintain

their paperless environments. Organizations seeking to become more efficient and effective in

managing their information will need to implement electronic document management systems.


Obstacles During a Paperless Implementation

There are many obstacles during the implementation of a paperless system. These

obstacles include financial hindrances, technological problems, state regulations, and personnel

resistance (Davis et al., 2015, p. 52). However, there were two common themes related to the

obstacles that occur during a paperless implementation that kept reoccurring in the various

literature reviewed as part of this study. One common obstacle to paperless implementations is

employees’ resistance to change. Frear (2014) mentions that resistance to change is a major

challenge that organizations need to overcome, in order to successfully implement an electronic

document management system (p. 88). Dykman et al. (2012) offer the example of a small

accounting firm that implemented a paperless system and found that the most difficult part of the

implementation plan was overcoming employee resistance to change (p. 117). In a survey

conducted by Davis et al. (2015), respondents reported that employee resistance was one of the

top three concerns for managers in implementing a paperless system (p. 51). Burchell (2011)

indicated that some employees resisted the change due to employees’ old habits (desire to keep

the status quo), fear of losing their current positions, and not seeing the benefits produced by the

change (pp. 20-21). Stratton (2013) also indicates that some employees objected to change due to

past experiences. These employees were previously introduced to new technology with minimal

training, which caused a great deal of frustration (p. 44).

In order for an organization to overcome employees’ resistance to change, Burchell

(2011) recommends open communication, education, and involving the stakeholders early in the

project by soliciting input from them. These activities will help foster buy-in and also help

stakeholders to understand the reasons for the changes (p.21). Frear (2014) offered similar advice

on overcoming resistance to changes, specifically changes that are created by the introduction of


new technology. Stakeholders need to be educated on the benefits generated by the new system

and all affected personnel need to be trained on the new technology and accompanying processes

(p.88).

The second theme related to the obstacles that occur during a paperless implementation

was the difficulties posed by the organizational mindset of the all-or-nothing approach to

paperless. Kissel (2013) states that a major hurdle to implementing a paperless office is due to

the word paperless itself. Most people’s mentality towards paperless is that any use of paper

means that they fail to meet the definition of paperless (p. 76). In addition, Shifter (2007)

suspects that one of the reasons why businesses are so reliant on paper is due to the

all-or-nothing attitude towards paperless (p. 39). In order for an organization to overcome this

barrier, the concept of paperless needs to be reevaluated. The term paperless should be defined as

the process of reducing the reliance on paper and reducing the inefficient processes that are

associated with paper (Velte et al., 2008, p. 108).

In summary, the major obstacles identified by the various literature are employees’

resistance to change and the perception of a paperless environment. These obstacles can be

overcome by educating, training, and involving stakeholders early in the transition. In addition,

organizations should view the concept of paperless as a progression to reduce the dependency on

paper. Organizations should not approach paperless with the all-or-nothing stance. Organizations

that can overcome these obstacles will have a better chance of achieving a paperless

environment.

Summary

Paper-based environments are inefficient, costly, and pose security concerns.

Conversely, paperless environments provide numerous benefits to organizations, including


increased data security, ease of information sharing, and more efficient and cost effective

processes. Organizations who are considering the move to a paperless environment have multiple

options, including document digitization, web portals, electronic forms, and electronic document

management systems. Those who are responsible for the transition from paper-based to paperless

environments can ensure a smoother transition by addressing potential obstacles in the transition,

including employees’ resistance to change and the organizational mindset of all-or-nothing

regarding the paperless concept. Those organizations that carefully select the right technology

and processes for their paperless environments and who plan the transitions carefully will enjoy

better outcomes.


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